Managing international operations : a guide for engineers, by Roozbeh Kangari

By Roozbeh Kangari

''Managing overseas Operations'' will serve either as a consultant for layout execs, in addition to an undergraduate and graduate textual content for college kids learning foreign building. Designed for people wishing to function across the world - exporters, bankers, legal professionals, accountants, contractors, providers - this ebook deals information for effectively dealing with either the pro and cultural demanding situations of overseas enterprise operations. staff of engineering corporations with foreign divisions, as well as scholars of either engineering and structure, will enjoy the info supplied

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Extra resources for Managing international operations : a guide for engineers, architects, and construction managers

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Besides background about the country, the foreign consultant should know the state of the engineering profession, the existence and influence of professional societies, and the professional and commercial registration requirements. It's not hard to find names of local companies associating with foreign firms on big projects. It is rarely worthwhile to contact foreign embassies in your home country about projects, consulting firms, or individual professionals in their home country. The embassy, after all, is charged with the task of handling its political relations with your country, and except for the harried commercial officer, its staff has no reason to know your field.

An operations plan describing positions, with target dates for full staffing. 4. Goals for international marketing. 5. Annual budget, including home office and foreign costs. The marketing plan will call for placing an experienced marketer in the foreign associate's office or in an independent location nearby. The marketer must be identified, briefed, and made a party to the marketing plan to become your effective "man on the scene"—the third ingredient of the foreign venture, in addition to your firm's commitment and the foreign associate.

The liaison proceeded. After a year of jointventuring, they didn't obtain any new business, and all the capital had been used to pay the salary and office costs of the local associate, who operated in high style. The manager and the senior partners each thought the other had investigated the local. In reality, no one had done so! " The senior partner in a European consulting firm was introduced by his engineers to a Lebanese university engineering professor. After a short courtship, the professor became a salaried associate of the firm and established an office in his Beirut home, with the mission of obtaining consulting work.

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